A direct, confidential first conversation. No presentation required.
We align value proposition, customers, channels, sales organisation and innovation to turn opportunities into sustainable revenue.
The decisions we address
We clarify the real decision, the value at stake, constraints and viable alternatives. Assumptions and trade-offs become visible before resources are committed.
From evidence to roadmap
We combine stakeholder evidence, economics, capability assessment and risk. The outcome is a prioritised route with owners, dependencies and measurable success criteria.
Execution built into the design
Governance, technology, people and change are designed together. We can stay through mobilisation and delivery, then transfer methods and capability to the organisation.
Delivery
How the engagement works
01 · Evidence
We reconstruct facts, constraints, stakeholders and open decisions.
02 · Options
We compare alternatives, impact, risk and required capabilities.
03 · Mobilisation
We define owners, roadmap, governance and first executable decisions.
04 · Transfer
Methods and tools become part of day-to-day work.
What stays with the client
A documented decision, a governable roadmap, clear accountability and the assets required to continue without dependency on the adviser.
Metodo
How we work on this
Durations are indicative and shift with the size of the organisation. What does not shift is what goes into each phase and what comes out.
01
Demand diagnosis
2–3 weeks
In: pipeline, conversion rates by stage, stated loss reasons. Out: where value is genuinely lost, which rarely matches where the sales team believes it is lost.
02
Proposition and segments
2–4 weeks
In: the diagnosis. Out: the segments where we are the obvious choice, those where we are not, and what would have to change in the proposition for that to shift.
03
Commercial system
4–8 weeks
In: segments and proposition. Out: an acquisition path, materials, qualification and a pipeline rhythm that work without depending on one talented individual.
04
Innovation with an exit rule
variable
In: the new initiatives. Out: each with a threshold agreed before starting, above which it continues and below which it closes without debate.
Deliverable
What the client is left with
Funnel diagnosis
Rates by stage, drop-off points, and the most probable cause for each. Using the client's numbers, not benchmarks borrowed from elsewhere.
Proposition by segment
What we promise, to whom, with what proof. Including the list of segments not worth chasing.
Commercial playbook
Qualification questions, recurring objections and answers, criteria for walking away from a deal. Written for the people selling, not for the board.
Initiative portfolio
Each initiative with its hypothesis, success threshold and review date fixed before it starts.
Decisioni
The decisions brought to us
These are the questions as the decision-maker puts them, not as we would rephrase them.
Why are we losing the deals we expected to win?
Which segments do we stop chasing, now that we know what they cost us?
Is the problem the product, the price, or the way we tell the story?
Does this new initiative continue or close — and who set that rule before it started?
Misura
How we tell whether it worked
Indicators are agreed before we start and reviewed together. None of these is a promise of a result: they are how a result gets measured.
Conversion by stage
Measured where the loss happens, not only at the end of the funnel. The overall rate hides the point worth fixing.
Acquisition cost by segment
Kept separate by segment: the blended average makes unsustainable segments look fine.
Initiatives closed at the threshold
How many were stopped at the agreed criterion instead of continuing through inertia.
FAQ
Frequently asked questions
How does an engagement begin?
With a direct conversation and, when useful, a short assessment to clarify the decision, evidence, scope and expected outcome.
What do you deliver?
A decision-ready view and the assets needed to act: options, business case, roadmap, governance, measures and delivery plan as relevant.
Do you support implementation?
Yes. We can lead or assure delivery and transfer capability to internal teams.